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Author Archives: Chief Executive

Chief Executive magazine (published since 1977) is the definitive source that CEOs turn to for insight and ideas that help increase their effectiveness and grow their business. Chief Executive Group also produces e-newsletters and online content at chiefexecutive.net and manages Chief Executive Network and other executive peer groups, as well as conferences and roundtables that enable top corporate officers to discuss key subjects and share their experiences within a community of peers. Chief Executive facilitates the annual “CEO of the Year,” a prestigious honor bestowed upon an outstanding corporate leader, nominated and selected by a group of peers, and is known throughout the U.S. and elsewhere for its annual ranking of Best & Worst States for Business. Visit www.chiefexecutive.net for more information.

FTC’s Message to all CEOs: Do All You Can to Prevent Cyber Breaches or You Will Be Held Accountable

The Federal Trade Commission’s longstanding effort to establish itself as the primary federal regulator of cybersecurity survived its first appellate test on Monday when the Third Circuit allowed the FTC to continue pursuing its case against Wyndham Worldwide Corp.  The FTC sued Wyndham after the hotelier suffered three data breaches that allegedly compromised the payment card information of more than ...

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CEOs are Returning to the Boardroom, According to Rankings by JamesDruryPartners

The top corporate boards in the U.S. have seen an uptick in CEOs over the last year, according to the 2014 edition of “The Weight of America’s Boards,” released today by JamesDruryPartners. The study, which reports on the governance capacity of America’s largest corporations, found that active and retired CEOs are returning to corporate boardrooms after a prolonged decline in outside ...

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How to Stop Micromanaging Your Team

Micromanaging is a hard habit to break. You may downplay your propensities by labeling yourself a “control freak” or by claiming that you just like to keep close tabs on your team, but those are poor excuses for excessive meddling. What can you do to give your people the space they need to succeed and learn? How should you prioritize what matters? And how do you get comfortable stepping back?

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